ORGANIZATIONAL BEHAVIOR

2003 Prentice Hall Inc. All rights reserved.

192
Forces for Change
193
Forces for Change (contd)
194
Managing Planned Change
Goals of Planned
Change:
Improving the ability of
the organization to adapt
to changes in its
environment.
Changing the behavior of
individuals and groups in
the organization.
195
Resistance to Change
Forms of Resistance to Change
Overt and immediate
Voicing complaints, engaging in job actions
Implicit and deferred
Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
196
Sources of Individual Resistance to Change
197
Sources of Organizational Resistance to
Change
198
Overcoming Resistance to Change
Tactics for dealing with resistance
to change:
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and cooptation
Coercion
199
The Politics of Change
Impetus for change is likely to come from outside
change agents.
Internal change agents are most threatened by
their loss of status in the organization.
Long-time power holders tend to implement only
incremental change.
The outcomes of power struggles in the
organization will determine the speed and quality
of change.

1910
Lewins Three-Step Change Model
1911
Lewins Three-Step Change Model
E X H I B I T 19-5
1912
Unfreezing the Status Quo
E X H I B I T 19-6
1913
Action Research
Process Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
Action research benefits:
Problem-focused rather
than solution-centered.
Heavy employee
involvement reduces
resistance to change.
1914
Organizational Development
OD Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
1915
Organizational Development Techniques
1916
Organizational Development Techniques
(contd)
1917
Organizational Development Techniques
(contd)
1918
Organizational Development Techniques
(contd)
Team Building Activities:
Goal and priority
setting.
Developing
interpersonal relations.
Role analysis to each
members role and
responsibilities.
Team process analysis.
1919
Organizational Development Techniques
(contd)
Intergroup Problem
Solving:
Groups independently
develop lists of
perceptions.
Share and discuss
lists.
Look for causes of
misperceptions.
Work to develop
integrative solutions.
1920
Organizational Development Techniques
(contd)
Appreciative Inquiry (AI):
Discovery: recalling
the strengths of the
organization.
Dreaming: speculation
on the future of the
organization.
Design: finding a
common vision.
Destiny: deciding how
to fulfill the dream.
1921
Contemporary Change Issues for Todays
Managers: Stimulating Innovation
Sources of Innovation:
Structural variables
Organic structures
Long-tenured
management
Slack resources
Interunit
communication
Organizations culture
Human resources
1922
Contemporary Change Issues for Todays
Managers: Creating a Learning Organization
Characteristics:
1. Holds a shared vision
2. Discards old ways of
thinking.
3. Views organization as
system of relationships.
4. Communicates openly.
5. Works together to
achieve shared vision.
1923
Contemporary Change Issues for Todays
Managers: Creating a Learning Organization
1924
Work Stress and Its Management
1925
Work Stress and Its Management
1926
Too Much Work, Too Little Time
1927
Potential Sources of Stress
Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical innovations
Terrorism in threats to physical safety and security
1928
Potential Sources of Stress
Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other employees
Organizational structure (rules and regulations)
Organizational leadership (managerial style)
Organizations life stage (growth, stability, or decline)
1929
Potential Sources of Stress (contd)
Individual Factors
Family and personal relationships
Economic problems from exceeding earning capacity
Personality problems arising for basic disposition
Individual Differences
Perceptual variations of how reality will affect the
individuals future.
Greater job experience moderates stress effects.
Social support buffers job stress.
Internal locus of control lowers perceived job stress.
Strong feelings of self-efficacy reduce reactions to job
stress.
1930
Consequences of Stress
High Levels
of Stress
Physiological
Symptoms
Behavioral
Symptoms
Psychological
Symptoms
1931
A Model of Stress
E X H I B I T 19-10
1932
Inverted-U Relationship between Stress and
Job Performance
1933
Managing Stress
Individual Approaches
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network
2003 Prentice Hall Inc. All rights reserved. 1934
Managing Stress
Organizational Approaches
Improved personnel selection and job placement
Training
Use of realistic goal setting
Redesigning of jobs
Increased employee involvement
Improved organizational communication
Offering employee sabbaticals
Establishment of corporate wellness programs

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